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INTRDUCTION TO TQM:-
Total Quality Management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM requires the involvement of management, workforce, suppliers, and customers, in order to meet or exceed customer expectations.
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cross-functional product design process management supplier quality management customer involvement information and feedback committed leadership strategic planning cross-functional training employee involvement
TQM and Six Sigma: The TQM concept was developed by a number of American management consultants, including W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. Originally, these consultants won few converts in the United States. However, managers in Japan embraced their ideas enthusiastically and even named their premier annual prize for manufacturing excellence after Deming. The Six Sigma management strategy originated in 1986 from Motorolas drive towards reducing defects by minimizing variation in processes. The main difference between TQM and Six Sigma (a newer concept) is the approach. At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
Report on Total Quality Management The Eight Elements of TQM:Total Quality Management (TQM) is a management approach that originated in the 1950s and has steadily become more popular since the early 1980s. Total quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the companys operations, with processes being done right the first time and defects and waste eradicated from operations. To be successful implementing TQM, an organization must concentrate on the eight key elements: 1. Ethics 2. Integrity 3. Trust 4. Training 5. Teamwork 6. Leadership 7. Recognition 8. Communication
Report on Total Quality Management Key Elements:TQM has been coined to describe a philosophy that makes quality the driving force behind leadership, design, planning, and improvement initiatives. For this, TQM requires the help of those eight key elements. These elements can be divided into four groups according to their function. The groups are: Foundation It includes: Ethics, Integrity and Trust. Building Bricks It includes: Training, Teamwork and Leadership. Binding Mortar It includes: Communication. Roof It includes: Recognition.
Foundation:TQM is built on a foundation of ethics, integrity and trust. It fosters openness, fairness and sincerity and allows involvement by everyone. This is the key to unlocking the ultimate potential of TQM. These three elements move together, however, each element offers something different to the TQM concept. Ethics Ethics is the discipline concerned with good and bad in any situation. It is a two-faceted subject represented by organizational and individual ethics. Organizational ethics establish a business code of ethics that outlines guidelines that all employees are to adhere to in the performance of their work. Individual ethics include personal rights or w rongs.
Building Bricks:Basing on the strong foundation of trust, ethics and integrity, bricks are placed to reach the roof of recognition. It includes: Training Training is very important for employees to be highly productive. Supervisors are solely responsible for implementing TQM within their departments, and teaching their employees the philosophies of TQM. Training that employees require are interpersonal skills, the ability to function within teams, problem solving, decision making, job management performance analysis and improvement, business economics and technical skills. During the creation and formation of TQM, employees are trained so that they can become effective e mployees for the company.
Report on Total Quality Management Binding Mortar: Communication It binds everything together. Starting from foundation to roof of the TQM house, everything is bound by strong mortar of communication. It acts as a vital link between all elements of TQM. Communication means a common understanding of ideas between the sender and the receiver. The success of TQM demands communication with and among all the organization members, suppliers and customers. Supervisors must keep open airways where employees can send and receive information about the TQM process. Communication coupled with the sharing of correct information is vital. For communication to be credible the message must be clear and receiver must interpret in the way the sender intended.
There are different ways of communication such as: A. Downward communication This is the dominant form of communication in an organization. Presentations and discussions basically d o it. By this the supervisors are able to make the employees clear about TQM. B. Upward communication By this the lower level of employees are able to provide suggestions to upper management of the affects of TQM. As employees provide insight and constructive criticism, supervisors must listen effectively to correct the situation that comes about through the use of TQM. This forms a level of trust between supervisors and employees. This is also similar to empowering communication, where supervisors keep open ears and listen to others. C. Sideways communication This type of communication is important because it breaks down barriers between departments. It also allows dealing with customers and suppliers in a more professional manner.
Report on Total Quality Management Roof: Recognition Recognition is the last and final element in the entire system. It should be provided for both suggestions and achievements for teams as well as individuals. Employees strive to receive recognition for themselves and their teams. Detecting and recognizing contributors is the most important job of a supervisor. As people are recognized, there can be huge changes in self-esteem, productivity, quality and the amount of effort exhorted to the task at hand. Recognition comes in its best form when it is immediately following an action that an employee has performed. Recognition comes in different ways, places and time such as,
Ways It can be by way of personal letter from top management. Also by award banquets, plaques, trophies etc. Places Good performers can be recognized in front of departments, on performance boards and also in front of top management. Time Recognition can given at an y time like in staff meeting, annual award banquets, etc.
Total Quality Management (TQM):At its core, Total Quality Management (TQM) is a management approach to long term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran. A core concept in implementing TQM is Demings 14 points, a set of management practices to help companies increase their quality and productivity:
Total Quality Management Tools:The seven classic quality tools:1- Pareto chart 2- Histogram 3- Fish Bone 4- Flow Chart 5-Check points 6- Scatter Diagram 7- Control Charts
Process improvement tools:1- Root cause analysis 2- Five Whys 3- PDCA-PDSA 4- SIPOC